3 Steps to Onboard New Managers Effectively
Struggling to set up your newly promoted managers for success? Tired of the frustration and miscommunication that come with a lack of onboarding? In this episode, we reveal the three essential steps to create a seamless transition for new managers, ensuring they not only thrive but exceed expectations in their roles.
With years of experience guiding hundreds of companies through successful leadership transitions, we share actionable strategies and real-world examples to help you avoid common pitfalls and build a strong leadership pipeline.
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Onboarding and Clear Job Expectations for New Managers
The excitement of a promotion or a new hire can quickly turn to frustration when managers are left adrift, unsure of their responsibilities, job expectations, and how to navigate their new role. This scenario isn't uncommon.
In this recent Leadership Hustle podcast episode, we explore the consequences of the lack of a clear onboarding plan and well-defined job expectations.
Setting the Stage for Success: Onboarding for Management
This is where the crucial concept of management onboarding comes in. It's not just about paperwork and introductions; it's a strategic process designed to set new managers up for success.
In this blog post, we'll delve into why onboarding matters, the unique challenges of setting job expectations for both internal and external hires, and how a structured approach can make all the difference in ensuring your new managers thrive.
Management Onboarding: A Crucial First Step
Whether you're promoting a high-performing employee or bringing in fresh talent from outside, onboarding for management is a critical investment in your organization's future.
It's a proactive step that can significantly impact a new manager's performance, engagement, and ultimately, their retention.
Setting the Tone for Success
While both internal and external hires require onboarding, their needs may differ.
Internal Promotions
While familiar with the company culture, these new managers need guidance on transitioning from individual contributor to leader. It's essential to clarify the shift in responsibilities and expectations that come with the new role.
External Hires
In addition to adjusting to a new culture, external hires need a comprehensive overview of the company's mission, values, and processes. They may require more in-depth training on specific systems and tools.
A Well-Structured Onboarding Process
Faster Ramp-Up Time: New managers become productive contributors more quickly.
Increased Engagement: Feeling supported and prepared leads to higher job satisfaction.
Reduced Turnover: Clear expectations and a sense of belonging decrease the likelihood of new hires leaving prematurely.
Tips for Creating an Effective Onboarding Plan:
Set Clear Timelines: Establish a structured timeline for onboarding activities, spanning the first few weeks or months.
Assign Mentors or Buddies: Pair new managers with experienced colleagues who can offer guidance and support.
Provide Resources: Give access to relevant documents, training materials, and contact information for key personnel.
Defining Job Expectations: The Cornerstone of Success
One of the most common mistakes leaders make is assuming that new managers inherently know what's expected of them. This lack of clarity can lead to confusion, frustration, and ultimately, poor performance.
Job Expectations
Clearly defining job expectations is the cornerstone of successful management. It involves not only outlining specific tasks and responsibilities but also articulating the overarching goals and outcomes the manager is expected to achieve.
These expectations should align with the company's overall strategy and values. Effective communication of expectations is key. Utilize a combination of tools and approaches:
Written Job Descriptions: Provide a detailed outline of the role's responsibilities and key performance indicators.
Regular One-on-One Meetings: Use these meetings to discuss progress, address concerns, and provide ongoing feedback.
Performance Reviews: Formalize expectations and assess performance against established goals.
For internal promotions, the transition from "doer" to leader can be particularly challenging. Setting clear expectations involves helping them understand that their primary role is now to guide and empower their team, not just execute tasks themselves.
By investing time and effort in setting clear job expectations, you provide your new managers with a roadmap for success, ensuring they contribute effectively to your organization's goals.
Setting Priorities: Focus on High-Impact Activities
As a new manager, it's easy to get bogged down in the day-to-day whirlwind of tasks. That's why prioritizing activities is essential. It's about identifying those tasks that truly move the needle and aligning your efforts with your team's and organization's broader goals.
Management Role: Balancing Priorities and Delegating Effectively
Effective prioritization involves more than just creating a to-do list. It requires a strategic mindset and the ability to delegate effectively. As a manager, your primary role is to lead and guide your team, not to execute every task yourself.
By delegating responsibilities that align with your team members' skills and interests, you not only free up your own time for strategic initiatives but also empower your team to grow and develop.
Delegation isn't simply about offloading tasks; it's about fostering trust, promoting autonomy, and building a high-performing team. When done well, it can significantly increase your team's overall productivity and engagement.
Managing competing priorities is an ongoing challenge for any leader. It's crucial to develop strategies for staying organized, focused, and avoiding burnout. This might involve using project management tools, setting realistic deadlines, and learning to say "no" to non-essential requests. Remember, you can't do it all, and that's okay. Prioritizing effectively allows you to focus your energy where it will have the greatest impact.
Management Expectations: Leading by Example
Leading by example is a fundamental principle of effective leadership. It means embodying the values, behaviors, and work ethic that you expect from your team. When you model the way, you inspire others to follow suit.
Active listening, clear communication, and emotional intelligence are all critical components of a strong leadership presence. By demonstrating these qualities, you create a positive and supportive work environment where employees feel valued and empowered to contribute their best work.
The Perfect Leadership Position
Successfully navigating the transition into a management role requires more than just technical skills. It demands a clear understanding of job expectations, effective prioritization and delegation, and the ability to cultivate a strong leadership presence.
By embracing the strategies discussed in this blog post and the accompanying Leadership Hustle podcast episode, you can set your new managers up for success, empower them to lead with confidence and drive your organization toward its goals.
Remember, investing in your managers is an investment in your organization's future. By providing them with the tools, resources, and support they need to thrive, you create a win-win situation where both individuals and the organization flourish.
Start Hiring Good Managers
Start hiring and promoting people who are not only fit for the role, but they know their expectations and the position they need to fill.
Need defining roles and onboarding processes? Contact Revela Group today for tips and leadership mentoring.
The Leadership Hustle Podcast is produced by Two Brothers Creative.
About the Hosts
Andrea Fredrickson
Andrea Fredrickson is a thought leader and consultant at Revela, an organization based in Omaha, Nebraska specializing in the development of leaders, culture alignment, and business strategy for private and family businesses of all sizes. Revela is one of the region's most experienced thought challengers, helping individuals and companies find their greatness. Andrea has built an amazing team by believing that fundamentally people want to be successful and become better versions of themselves.
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Andrea has degrees in education, management, and business. She is the author of Insight Unseen; How to lead with 20/20 business vision. She helps people see things differently, self-reflect, and never stop looking for ways to improve themselves on a personal and professional level. Andrea has spent more than 30 years researching and developing methods to help people communicate and lead more effectively.
When Andrea isn’t working with clients, you’ll find her spending time with her family & friends and making memories by exploring new cities.
Michelle Hill
Michelle Hill is a master facilitator and coach at Revela, an organization specializing in the development of leaders and aligning the culture of privately held and family businesses of all sizes. Revela is one of the region's most experienced thought challengers, helping individuals and companies find their greatness.
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An ambitious leader, Michelle has the natural ability to create forward momentum to build teams and get results. She inspires others to look within themselves and to challenge the status quo. She helps create high-performing environments. Michelle brings a diverse background: operations, employee development, and sales in the steel, hospitality, and consulting industries.
Outside of work, you will see her competitive side engaged in her daughter’s sports and ISU athletics. She loves life, her four-legged companions, and captures all the moments through her camera’s lens.
TRANSCRIPT
Andrea Fredrickson: In this episode of The Leadership Hustle, we'll discuss where leaders fail in the promotion of managers. Hello and welcome to the Leadership Hustle for executives whose companies are growing fast and need leaders who are ready. I'm Andrea Fredrickson.
Michelle Hill: And I am Michelle Hill of Revela, where we've helped hundreds of companies build healthy cultures with confident leaders.
Andrea Fredrickson: Welcome back to the Leadership Hustle. I'm Andrea Fredrickson, and Michelle has joined me. And our topic is really related to a conversation we had not too long ago. There was a VP that is hiring a person into a new manager role, and they're also hiring somebody from the outside into a manager role. So I was sitting down with her and I said, okay, so you've got these two new roles. Brand new positions. Um, and so what's your plan? And literally, I swear, I could just hear go. What?